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HRM > Module 4 > Flashcards

Module 4 Flashcards

1
Q

six HR activities viewed as sequential steps

A
  • recruitment
  • selection
  • training
  • appraisal
  • career planning
  • compensation
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2
Q

refers to integrated process of recruiting, selecting, developing, managing, and compensating employees in a strategic goal-oriented manner

A

talent management

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3
Q

examples of approaching human capital decisions and practices

A
  • interconnectedness
  • goal orientation
  • consistent profiling
  • workforce segmentation
  • active coordination
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4
Q

understanding that recruiting, training, compensation and other HR activities are interrelated components rather than isolated practices

A

Interconnectedness

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5
Q

decisions around staffing, skill, building, and motivation directly tie back to organizational goals and target competencies

A

Goal Orientation

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6
Q

specific knowledge, skills, abilities and other characteristics the organization needs guide decisions across multiple HR levels

A

consistent profiling

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7
Q

segmenting the workforce based on strategic value enables tailored development approaches, opportunities, rewards and cultures for groups like high potentials, technical experts, rank and file

A

workforce segmentation

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8
Q

talent management leader facilitates collaboration and information flow across HR functions like recruiting, learning and total rewards

A

active coordination

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9
Q

examples of information technology

A
  • Talent Management Solutions
  • SilkRoad Life Suite
  • InfoHCM Talent Management
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10
Q

provides an integrated suite to align recruiting performance reviews, learning, and compensation

A

Talent Management Solutions

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11
Q

brings together applicant tracking, onboarding, performance management, compensation tools and an HR intranet for visibility and interconnected HR process

A

SilkRoad Life Suite

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12
Q

offers performance tracking, automated training, pay integration, and e-commerce compensation to strategically acquire, develop, and incentivize talent across the employee lifecycle.

A

InfoHCM Talent Management

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13
Q

involves identifying the duties of the positions and the characteristics of the individuals needed to fulfill those roles

A

job analysis

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14
Q

provides the foundation for creating job descriptions and job specifications

A

job analysis

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15
Q

list of responsibilities

A

job descriptions

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16
Q

attributes required in an individual for a job

A

job specifications

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17
Q

information collected during job analysis (When Has Tina Pat Joey’s Head?)

A
  • work activities
  • human behaviors
  • tools and equipment used
  • performance standards
  • job context
  • human requirements
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18
Q

individual gathers details regarding specific tasks associated with the job and may also encompass insights into the methods, reasons, for timing of the worker’s execution for each activity

A

work activities

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19
Q

information concerning the necessary human behaviors for the job

A

human behaviors

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20
Q

details pertaining to tools employed, materials, manipulated knowledge utilized, or applied

A

machine, tools, equipment and work aids

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21
Q

information concerning the job’s performance standards including levels of quantity or quality for each task or responsibility

A

performance standards

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22
Q

details related to factors like the physical working environment, work schedule, incentives, and typical number of individuals with whom the employee would interact

A

job context

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23
Q

details encompassing knowledge or skills and necessary personal attributes

A

human requirements

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24
Q

uses of job analysis information (hint: REPCT)

A
  • recruitment and selection
  • EEO compliance
  • performance appraisal
  • compensation
  • training
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25
Q

details about the job responsibilities and the necessary human characteristics for performing these tasks aid managers in determining the kind of individuals to recruit and hire

A

recruitment and selection

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26
Q

job analysis plays a crucial role in validating key human resources practices

A

EEO compliance

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27
Q

involves comparing an employee’s actual performance with their assigned duties and performance standards

A

performance appraisal

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28
Q

including salary and bonuses, typically relies on factors such as the required skill and education level and etc.

A

compensation

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29
Q

job description outlines the specific duties of the job and the necessary skills, providing insights into the required training for the position

A

training

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30
Q

how to conduct job analysis

A
  1. decide how you’ll use the information
  2. review relevant background information
  3. select representative positions
  4. actually analyze the job
  5. verifying the job analysis information
  6. develop a job description and job specification
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31
Q

display overall division of work within an organization

A

organization charts

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32
Q

offer a detailed depiction of workflow and illustrates the flow of inputs and outputs from the job being analyzed

A

process chart

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33
Q

current job description typically serves as the initial foundation for developing the updated job description

A

job description

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34
Q

entails a thorough examination of the work progression from one job to another within a specific work process

A

workflow analysis

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35
Q

chart that outlines each step of a process sequentially

A

flow process chart

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36
Q

chart that depicts each step with arrows and circles to visually represent flow of the process

A

diagrammatic process chart

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37
Q

involves restructuring business process, typically by consolidating steps to enable small multifunctional teams to perform tasks previously handled by a sequence of departments

A

business process reengineering

38
Q

five steps of the fundamental approach of business process reengineering (hint: IEIRA)

A
  1. identifying a business process for redesign
  2. evaluating the performance of existing processes
  3. identifying opportunities for process improvement
  4. redesign and implement new approach to work
  5. assign ownership of sets of formerly separate tasks to an individual or team who use new computerized systems to support new arrangement
39
Q

redesigning of jobs

A

job redesign

40
Q

three approaches to redesign specialized jobs

A
  1. job enlargement
  2. job rotation
  3. job enrichment
41
Q

involves assigning workers additional tasks at the same level of complexity

A

job enlargement

42
Q

entails systematically moving workers between different roles

A

job rotation

43
Q

involves redesigning roles to offer greater opportunities for workers to experience feelings of responsibility, achievement, growth, and recognition

A

job enrichment

44
Q

methods in collecting job analysis information

A

quantitative and qualitative methods

45
Q

job analysis is a collaboration between

A

human resources manager, worker, supervisor

46
Q

qualitative methods in collecting job analysis information

A
  • interview
  • questionnaire
  • observation
  • participant diary/logs
47
Q

vary from unstructured discussions to highly structured sessions with highly specific questions

A

interview

48
Q

one on one interview

A

individual interview

49
Q

interview with employees that have similar job roles

A

group interviews

50
Q

interviews with an experienced supervisor knowledgeable of the job at hand

A

supervisor interviews

51
Q

particularly useful for gathering information efficiently on a large number of employees with similar work or in a separate session

A

group interviews

52
Q

interviews guided by a questionnaire and provides a systematic approach to gathering information

A

structured interviews

53
Q

uses a list of questions to gather informations and range from structured checklists to open-ended inquiries

A

questionnaires

54
Q

a valuable method for information on jobs with observable physical activities, such as assembly-line workers or accounting clerks

A

direct observation

55
Q

using observation has a problem of

A

reactivity

56
Q

involves asking worker to maintain a diary or log in which they record each activity they engage in along with a corresponding time

A

participant diary/logs

57
Q

snapshot of employee’s activities at various points in time, offering insights into the nature and frequency of tasks performed

A

participant diary/logs

58
Q

which method of collecting job analysis information is used for comparing jobs for pay purposes?

A

quantitative methods

59
Q

quantitative methods of job analysis information collection

A

Position Analysis Questionnaire (PAQ) and Department of Labor (DOL)

60
Q

a widely-used quantitative tool for job analysis, comprising 194 items representing various basic job elements

A

Position Analysis Questionnaire (PAQ)

61
Q

five basic activities under PAQ

A
  • decision-making/communications/social responsibilities
  • performing skilled activities
  • being physically active
  • operating vehicles/equipment
  • processing information
62
Q

involves using a set of standard activities called worker functions to describe job tasks related to data, people, things

A

department of labor (DOL)

63
Q

electronic or web-based methods for job analysis such as distributing standardized job analysis questionnaires via company intranets

A

electronic job analysis methods

64
Q

written statement of what the job entails, how he/she does it, what the job’s working conditions are

A

job description

65
Q

foundational document for hiring, selection and performance management

A

job description

66
Q

contents of a job description

A
  • job identification
  • job summary
  • responsibilities and duties
  • authority of incumbent
  • standards of performance
  • working conditions
  • job specifications
67
Q

contains several types of information such as job title which specifies name of the job

A

job identification

68
Q

Fair Labor Standards Act (FLSA) determine whether job is classified as _____ or ______

A

exempt; nonexempt

69
Q

primarily administrative and professional roles that are not under FLSA minimum wage and overtime

A

exempt positions

70
Q

section that summarizes the essence of the job or the core aspects of the position; focusing solely on primary tasks

A

job summary

71
Q

shows the jobholder’s relationship with other inside and outside the organization

A

relationship statement

72
Q

list each of the job’s major duties separately and describe it in a few sentences

A

responsibility statement (responsibilities & duties)

73
Q

define jobholder’s authority limit

A

responsibility statement (responsibilities & duties)

74
Q

section lists what employee should achieve and the expectations of the company has for the employers to fulfill each of the main responsibilities and duties listed in job description

A

standards of performance

75
Q

section that include factors of working environment like noise level, hazardous conditions, heat

A

working conditions

76
Q

illustrates what kind of individual to recruit and foe what traits you should test that person

A

job specification

77
Q

basis of specifications

A
  • trained vs. untrained personnel
  • judgement
  • statistical analysis
  • task statements
78
Q

job specification regarding physical traits, personality, interests and sensory skills

A

specifications on trained vs untrained personnel

79
Q

majority of job descriptions are simply educated assumptions made by supervisors and human resource managers

A

specifications based on judgement

80
Q

more rational approach to base job requirements on statistical analysis and determine the statistically the relationship between predictor and inhibitor

A

specifications based on statistical analysis

81
Q

emphasizes the knowledge, skills, behaviors and attributes required to perform well

A

competency-based job profiles

82
Q

describe the array of competencies, attributes, knowledge and experiences required for exceptional performance across roles

A

job profiles

83
Q

competency profiles are broken down to three categories

A
  • knowledge
  • skills
  • behaviors
84
Q

KSB tells the ________

A

roles, areas of expertise and foundation competencies

85
Q

refer to observable, measurable behaviors and abilities that enable employee performance

A

competencym

86
Q

describing a role based on the jey competencies required to excel, rather than static lists of activities

A

competency-based job analysis

87
Q

describing the job in terms of measurable, observable, behavioral competencies

A

competency-based job analysis

88
Q

competencies are classified to three groups

A
  • general competencies
  • leadership competencies
  • functional competencies
89
Q

abilities like reading, writing, communication that apply across roles

A

general competencies

90
Q

skills specifically for guiding and developing team members such coaching, leading and strategic management

A

leadership competencies

91
Q

specialized functional skills and knowledge distinctive to a job

A

technical competencies

92
Q
A

HRM (5 decks)

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